What’s in a name?
Faria is named in honour of Abbe Faria in Alexandre Dumas’ The Count of Monte Cristo, who provides Dantes with an interdisciplinary education and instills in him a spirit of resourcefulness.
History
Faria was founded in 2006 to transition schools off paper onto a curriculum-focused learning platform. Today we serve over 2,200 schools and over 550,000 students in 120 countries with a distributed team of 76 spread across 10 cities.
Present
Faria Education Group was reorganised on Aug 1, 2016 to reflect our future focus as an international education service & systems company. FEG is an operating subsidiary of Faria Frontiers, which is focused on defined-benefit pensions research.
Services
Paperless Admissions & Enrolment
Since 2013
Single-Sign-On and 3rd Party Integration
Since 2016
Core Investment
Core Management
Theodore King
CEO
Responsible for the overall business, strategy & planning and product design. Graduated with a B.S. in Economics from the Wharton School, University of Pennsylvania.
Oleh Khomey
CTO
Responsible for overall system architecture, technical code quality and systems design.
Roman Marynchak
VP Product
Responsible for overall product vision, system architecture, and systems design.
Angelica Nierras
Managing Director
Responsible for sales, support, and marketing operations. Graduated from Harvard College with a B.A. in Social Studies.
Derek Clark
Design Director
Responsible for overall UX & UI design across our multi-product suite. Leads our multi-disciplinary design team.
Yulian Tarantyuk
Principal Developer
Responsible for learning management system architecture, technical code quality and systems design.
Evadne Wu
Head of Exams
Responsible for Managed International Baccalaureate Services and Components.
Heryien Salim
Brand Director
Responsible for the product branding & company identity, web design and production of all marketing & communication materials.
Work with us
Caring about the right things
For most technology companies, there is a sea of noise drowning out signal: PR, fundraising and vanity metrics are often misinterpreted in place of true success metrics. Signal for us means customer success with well-designed products and a strong, effective and long-term oriented team.
We are a Thoroughbred Horse, rather than a Unicorn: Unicorns vs. Horses
3Rs: Resilience, Resourcefulness & Responsibility
These 3Rs are essential for a global software company. Although we have six main offices in Taipei, Hong Kong, Chicago, London, Lviv, and Ivano-Frankivsk the majority of our multi-disciplinary team works remotely across 10 cities and 8 countries. Remote culture builds accountability towards results and guarantees excellence in service through 24/6 support coverage. While a diversity of nationalities and time-zone differences can create short-term challenges, we believe it provides the best long-term structure to serve customers.
Knowledge & Experience
When you join a company outside of salary & bonus remuneration, you gain experience in seeing things done both right & wrong. You see how products are shipped, how mistakes & challenges are addressed, how initiatives & new product development occurs. Over time through observation, you learn processes, systems and benchmarks for service levels & costs – collectively our way of doing things.
Historically within SaaS globally, we are in the top 1% efficiency category across annualised churn, CLTV / CAC and product ROIC with a combined ratio that has consistently exceeded 200% annually.
Market Selection & Product Development Process
Certain companies are built by accident – an idea on a napkin, a nagging problem. Our process for market selection and product development is deliberate and filtered against the Faria Success Metrics inspired by SoftBank.
Open Positions
%
Annualised Churn
%
Blended Product ROIC
%
Combined Ratio
Adapted from Softbank Masayoshi Son’s Success Factors
A: Passion We must love the business and wake up excited every day to go to work. We must believe that the passion will be there in 10-20 years.
B: Blue Ocean Wave There must be a ten-year tail wind of secular compound growth within the market and strong rational reasons supporting the market growth i.e. not growth resulting from short-term government policy or market distortions, but from healthy and sustainable development with sound logic & customer success.
C: Global Scale Leader Within ten years, there must be the potential for the company to be a global scale market leader.
D: Build & Stack There must be a natural opportunity to grow through building extensions from the core product i.e. the first product must function as the root of the tree with branches developing over time.
E: Staircase The business should have strong recurring revenue with minimal churn. It should not be possible to fall backwards over time even if growth slows, the past progress should serve as a floor.
F: Sustainable Competitive Advantage There should be a competitive advantage in the business that will increase over time e.g. limited competition, network effects, cost scale advantages, etc.
Unit 1502, 15th Floor,
99 Hennessy Road, Wanchai,
Hong Kong
350 N Orleans St #9000n
Chicago, IL 60654
U.S.A.
6F.-1, No.263
Section 1, Dunhua S. Road
Da’an District, Taipei City 10689
Taiwan
+1 866 297 7022
+44 208 133 7489
+852 8175 8152
+61 2 8006 2335© 2017 Faria Education Group Limited. All Rights Reserved.